Integrated BIM System to Track the Time and Cost of Construction Projects: A Case

Study

Abstract
Many construction projects suffer from poor design and from inconsistent time and cost management.
This situation has led to rethinking of the industry’s performance and how it could be improved. Technology is
breaking through design and management practices. Earned value management (EVM) enables better
management of time and cost constraints. Building Information Modeling (BIM) is recognized to improve the
planning and realization of a construction project. The present paper proposes an integrated time and cost
management system (ITCMS), where an EVM platform is used in a virtual environment during the planning
and construction phases of a project. The ITCMS enables early involvement and project integration plus
thorough time and cost management. The system consists of four modules and 13 different processes. The
ITCMS is beneficial at the design stage; construction professionals are able to synchronize the building model
with time and cost parameters as well as optimize it through a clash detection process that results in budget and
schedule compressions early on. The ITCMS is a useful tool for construction and engineering managers that
strive to increase projects’ performance. The authors demonstrate in this paper the validity of using the ITCMS
through an actual project.

1. Introduction
Multiple issues such as decrease in labor productivity, poor identification of design requirements, and
lack of steady and professional construction management hinder the construction industry. This situation made
the industry reevaluate its performance and look into ways for improvement. Project integration is essential for
success; designers and constructors must collaborate and communicate effectively to keep budgets and
schedules on the right track. Technology is slowly breaking through construction management practices and
new contractual methods are emerging. BIM improves technical work at the design stage by creating 3D
models that integrate all building’s features and it better represents the infrastructure’s requirements. Those
models can also be enhanced if linked with schedule (4D) and costs (5D); the construction can thus be better
planned almost entirely at the design phase. Time and cost controls are very important for any construction
organization. EVM is widely used for monitoring and controlling time and cost parameters according to a
baseline and rendering forecasts.
Budget and schedule overruns in a big number of construction projects have set grounds for the present
research. Firstly, the authors aim at providing an exhaustive background on the principal difficulties within the
construction management industry and looking for ways for improvement, noticeably through the use of
technology. Secondly, the authors propose a methodology for the development of a system that will improve
time and cost management of construction projects, within a virtual design and construction working
environment. Finally, the proposed solution will be tested in a real-case project. It is believed that construction
and engineering managers as well as project stakeholders will benefit from this system.

2. Literature Review
Glavinich [1] believed that constructability refers to the ease with which the raw materials of the
construction process can be brought together by a builder to complete the project in a timely and economic
manner. Tatum [2] denotes constructability as the integration of the design and construction. Johansen and
Wilson [3] questioned the necessity of intense construction planning in the design phase; they reached a
conclusion that there is reluctance within the industry to accept first planning initiatives. Their major finding is
that there is a lack of convergence between the design and construction team planning ideas, thus preventing
achievement of project success. Mismanagement, as per Chester and Hendrickson [4], originates from the
drive to build cheaper and faster, designers performing a less thorough job and managers not planning as well
as they should. Glavinich [1] suggested that a design-phase scheduling and a check of drawings and
specifications be performed before the construction would lead to less budget and schedule impact to the
owner. With construction projects’ performance being evaluated mostly along budget and schedule
considerations, it is imperative that time and cost control needs to be a major focus of the construction
manager. An early involvement and proactive presence of a construction professional is needed during the
development of the project plan to ensure that construction plan and schedule are sound. In the same direction,
Miyagawa [5] developed an automated and computerized system intended to control the manageability of the
construction planning. The outcomes of this system are interesting and include noticeably the ability to
integrate the project design with project planning, scheduling, and diagnosis techniques. The user can then
simulate the construction process. Stevens [6] presented the integrated cost/schedule performance curve that
achieves cost and schedule control against project plan. Used as a visualization summary tool, it can also be
used as a model for predictions and forecasts. Perera and Imriyas [7] proposed the combined usage of MS
Access (database) and MS Project (scheduling) software as a project time and cost control system. Olawale
and Sun [8] suggested five mitigating measures groups to improve project time and cost control, which are
design changes, risks and uncertainties, inaccurate evaluation of project durations, complexity of works, and
nonperformance on subcontractors.
Fleming and Koppelman [9] considered that EVM is not adopted widely on private projects. Therefore,
Czarnigowska [10] looked at practical problems of the application of EVM in construction. The author found
that obtaining true values for tasks’ completion rate can be difficult and needs to be developed along guidelines
rather than actual measurements. Cost data can be difficult to gather for the EVM model; such difficulties can
thus alter the schedule variance and index. Czarnigowska [10] recommended the use of the Earned Schedule
method rather than the EVM with little manipulation in the calculations; this method allows construction
managers to perform comprehensive analyses to ease project monitoring and status rather than forecasts, which
are not likely to be accurate. In light of such problems with the effective utilization of EVM in the construction
industry, some scholars suggested methods to successfully convey the benefits of EVM in project control.
Ghanem et al. [11] proposed a method where materials would be tracked with a Radio Frequency Identification
(RFID) tag to be then scanned on construction sites and imported in a database that would be used to determine
the percentage complete of tasks and perform EVM. Multiple changes on a construction project can complicate
the EVM control process [12]. Kim [13] looked at the application of EVM on residential projects and the
proper understanding of schedule and cost performance indices. The author introduced a judgmental approach
for analyzing schedule and cost performance. Furthermore, the integration of IT systems is particularly
important in project control and monitoring. Chou et al. [14] believed that project information must be
presented visually and automatically for efficient control process. Turkan et al. [15] proposed a system where
actual construction progress is scanned with a 3D object laser recognition technology. The rendered scan was
then linked to the actual BIM design model and EVM calculations could be performed. The above referred to
time, cost, and EVM control systems are proven to be resourceful for managing construction projects.
However, the latter are mostly being used during the execution phase. The construction industry practitioners
would benefit from early involvement and real-time integration and visualization for budget and schedule
control.
BIM is being increasingly present in the mind of construction practitioners. Eastman [16] presented
BIM as a more integrated design and construction process that results in better quality buildings at lower cost
and reduced project duration. The following simple definition was proposed: BIM is an enabler of
constructability. Abourizk [17] approached the role of simulation in construction projects. He showed that
models were used to develop better project plans and to improve overall construction management. An
integrative solution, enabling quick generation of project schedule, costs with relation to design would achieve
a high automation level of construction modeling and simulation. Barlish and Sullivan [18] found that
significant savings are obtained through BIM with reduced requests for information (RFI) and change orders,
leading to improved return on investment (ROI) and profit. On the other hand, Staub-French and Khanzode
[19] realized that the adoption of a 4D process enables the linkage of a schedule to 3D elements and results in
construction animation. According to Staub-French and Khanzode [19], multiple benefits are brought in a
project with 3D and 4D processes, listed are some of which: identification of design conflicts at the design
phase, improvement of productivity, fewer change orders, better cost control, better communication of
scheduling intent, and identification of project status at any time during the project. As per Arain and Burkle
[20], 3D models help in identifying potential technical and management issues with the project at an early
stage. Visualization enables the representation, communication, and coordination of visual project information
among project participants [21]. Visualization also allows the identification of conflicts at the design phase
through clash detection [19]. Clash detection changes must then be integrated with the budget and schedule
aspects of the project; it is an iterative process until the final design is approved.
Feng et al. [22] studied the application of a time-cost integrated schedule for construction project within BIM
constraints, to which they refer as a visualized time-control model. The addition of a cost component in such a
model enables a fifth dimension (5D). The authors deduct from above that BIM alone will not suffice in
improving construction projects; involvement of a construction practitioner at an early stage and project
integration among stakeholders will ensure that the project’s budget and schedule objectives are preserved
before the construction starts. Moreover, the systems mentioned above are mostly being used during the design
stage, for preparing construction models. Construction projects would be improved with BIM models being
also used during the construction phase. To successfully implement tools and processes within BIM constraints
in a construction project, a new contractual method has been developed that is referred to as Integrated Project
Delivery (IPD). Kent and Becerik-Gerber [23] found that IPD would generally be preferred to traditional
contracting method by construction practitioners. The coming of IPD demonstrates that the construction
industry seeks new contractual practices that set aside business moneymaking and foster project integration
and collaboration for better schedule and budget results.
The literature review has shown that BIM is an enabler of constructability. Furthermore, it was found that
EVM is a useful tool that enables proper monitoring and controlling of time and cost relative to the project’s
scope. EVM also allows construction managers to compare their project’s progress to the planned baseline and
then assess whether their construction will meet budget and schedule goals. Multiple time and cost tracking
systems for construction exist. However, the authors have not been able to find a system that has
characteristics and multiple tasking ability similar to the ITCMS. Unlike the research reviewed in this section,
the ITCMS is used during both the planning and execution phase of any project. It is believed that the ITCMS,
coupled with BIM tools and processes and used in a virtual design and construction environment, will better
promote construction practices and improve budget and schedule success on most of future construction
projects. The integration between ITCMS and BIM will help construction managers take vital decisions during
early design stage of the project with an in-depth time and cost planning; every item of the 5D model is
directly linked to the schedule and budget. Moreover, synchronized EVM during the construction phase, along
with timely updates of the model, fosters sound project management practices, which will potentially improve
its progress and success within time and cost constraints.

3. Methodology and System Development

The requirements and specifications of the proposed system are established based on an intense literature
review and accordingly the system architecture is developed. Afterwards, a project management and process-
oriented methodology is carried out as part of the conceptual workflow, involving the following three
important phases: (1) planning, (2) executing, and (3) monitoring and controlling. Box 1 lists the user’s
requirements for an ITCMS used in a virtual design and construction environment; the general intent of the
study is to develop a system that will be efficient to use, ease construction managers’ task when planning and
monitoring time and cost parameters within a project, and enhance project coordination and communication
among stakeholders. Box 2 exhibits the specifications taken into consideration while developing the proposed
system. These specifications are applied with the willingness to ensure integration and synchronization
throughout computer management tools, such as scope of work, schedule, budget, EVM platform, and building
model.

The proposed ITCMS will ensure a good flow of information and will foster good collaboration within the
project team. Furthermore, the technical work associated with this proposed system needs to be well integrated
to limit rework and incomprehensiveness where automation is a key to success. The resulting work will allow
the design team to construct a sound building model with high level of constructability and the construction
manager to assess project’s performance in terms of budget and schedule progress at any point of time of the
project. The proposed system includes four different modules that are interrelated to each other and continually
interact within the inherent system’s iteration processes. Figure 1 illustrates the system’s interconnected
modules and their associated components. These modules are (1) visualization module, (2) time and cost
estimate module, (3) scheduling module, and (4) earned value management (EVM) module. The visualization
module includes the actual building model that allows 3D and 5D visualization. From this module, it is
possible to derive time and cost values for each component of the modeled building. Then, by linking this data
to each of the construction tasks, the user can develop the schedule and the EVM modules, respectively.
Figure 1illustrates the system’s interconnected modules and their associated components, while
Figure 2 presents the architecture of the proposed system in which clear description of the required inputs,
analysis, criteria, and outputs for both the design and construction phases is provided.

Figure 1: Integrated time-cost management system modules and components.

Figure 2: Integrated time-cost management system architecture.

It is worth mentioning that both design and construction phases have their own set of inputs and outputs. The
principal inputs of the system are an integrated WBS and a 3D building model that are provided initially by the
design team. Then, the construction team works with the design team to improve the model by evaluating time
and cost parameters and assessing constructability with clash detection and by doing general visualization and
evaluation of the model. Iterations of the project’s budget and schedule are created throughout this phase.
When the building model is finished, the generated outputs of the design phase include final quantity takeoffs,
budget and schedule, the EVM platform with time-cost baselines, and a 5D model that integrates time and cost
values for the building and its associated components. At the construction phase, the EVM module is used to
establish project performance based on the percentage of physical work put in place. Change management is
also performed, followed with an updated budget, schedule, and 5D model of the building. Once the system’s
modules and its architecture are established, the development will commence by assessing the conceptual
workflow as shown in Figure 3.
Figure 3: Integrated time-cost management system workflow.

The system’s workflow begins at the design phase where the 3D building model is developed in line with a
WBS that is agreed by the project team. The WBS has to be developed using recognized database such as
Uniformat or Masterformat, in order to ensure synchronization between the building model and the time-cost
control system (define WBS and build 3D model in Figure 3). The construction team holds the responsibility to
perform quantity takeoffs, time and cost estimates, and a work schedule that will be iterated to ensure the
project constructability. The latter outputs are performed using a software (Autodesk Quantity Takeoff©) that
scans the building model and generate automated detailed cost and time estimates, using data that has
previously been set in the software (perform quantity takeoff and estimate time and cost in Figure 3). Time and
cost data has to relate exactly to each of the building components (WBS items). Using the time and cost data,
the project schedule can be built using the same WBS framework, with software such as Microsoft Project©;
costs are also incorporated in the software, for the EVM platform that will later be constructed (define project
schedule in Figure 3). A 5D model will also be created by the construction team by incorporating the costs and
schedule in Autodesk Navisworks© software, the model being then used as a visualization and clash detection
tool to iterate the building model during the planning phase until project’s objectives are met. The project team
will evaluate the building model in accordance with the budget and schedule parameters and iterate until final
acceptance is achieved by all the parties (use model as a visualization tool, perform clash detection, and
establish 5D building in Figure 3). At this point, the EVM platform will be built and the time and cost
baselines will be set before the construction begins. The EVM platform is constructed with MS Project© and
Excel©, using cost data that is collected in the schedule by first setting the baseline and then measuring the
planned value (or costs) at periodic dates of the schedule (build EVM platform and set time and cost baseline
in Figure 3). The process at the planning phase is iterative; users are encouraged to go back and improve the
5D model until it is considered final and ready for the construction phase. At this point, the project team can
approve the 5D model and begin execution (approve final design, integrate and construction starts processes in
Figure 3). The developed EVM platform will then be used during construction as an executing, monitoring,
and controlling tool. By assessing the project’s progress as a percentage (%) of each component of the updated
building model (i.e., on a monthly-basis), users will be able to first update the schedule and then report the data
in the EVM platform to evaluate the overall project performance (manage building model, perform changes,
assess timely project progress, update work schedule, update project costs, and update EVM platform in
Figure 3). EVM curves and ratios would then be generated automatically to provide updated information to the
construction manager on the project’s health, for immediate action in case of budget or schedule problematics
(generate EVM curves and ratios/assess project performance in Figure 3). In the meantime, design and other
changes brought during construction can be integrated to the building model and extended to the EVM
platform in the same way as in the design phase (perform changes in Figure 3). The 5D model will also be used
during the construction as a visualization, communication, and coordination tool for every project’s
stakeholders. The ITCMS workflow during the planning phase involves many processes that are linked to each
other and can be iterated. During the execution phase, the processes are fully integrated and resemble a
periodic check of the project’s health in accordance with budget and schedule baselines, using the EVM
platform.

4. System Validation
In this section, the developed system will be validated to test its workability and potentials. The system validity
and its outcomes will be tested with two scenarios that occur either during the design or during the construction
phase. Design iteration will be demonstrated and then the project will be updated during the construction
phase. An actual project is selected to do the validation. The project is a new car dealership of approximately
40,000 square feet. The new building is located in Gatineau, Québec, Canada. The project information has
been provided by Beaudoin, a construction management firm that acts as the prime contractor for this project.
The project has been developed from a preliminary design perspective using the developed system. BIM’s tool
used in developing the building model is Autodesk Revit 2013© because it allows for the integration of
architectural, structural, mechanical, electrical, and other models into a sole 3D model, which simplifies the
coordination among the design team and eases the transition to the planning work and the construction phase.
Afterwards, the model is exported into Autodesk Quantity Takeoff© to perform the time and cost estimates as
seen in Figure 4.
Figure 4: Autodesk QTO time and cost takeoff and estimates.

The system estimated the project costs as $2,287,971.83, which is obtained from exporting the Quantity
Takeoff and then integrating it with the durations in a Microsoft Excel© sheet. These costs do not include the
general conditions and management costs that will be obtained when developing the project schedule in the
next section. The aggregated hours required to perform the work are found to be 11,731 hours. The time and
cost estimates are calculated based on RS Means 2013. Some of the costs and time data have been attributed
randomly as well as the crews and the length of the working shifts. This demonstrates the need for external
construction expertise such as the specialized contractor or construction manager during the design phase.
Using the WBS and the time and cost estimates, the schedule is constructed. The project construction duration
is calculated to be 121.75 days. Once the general conditions and management costs are added, which are
established randomly at $2,500.00/day, the total project cost is estimated to be $2,592,346.56.
The cost obtained during the estimating process for every work item is attached to each activity of the project
schedule. Toward the end, the planned values (PV) for each of the project status dates that have been
established are acquired. For this dealership project, it has been determined that, every two weeks, a
measurement on the 15th and the last date of each month would be sufficient to perform accurate earned value
management.
By retrieving the PV numbers from the project schedule, the EVM platform can then be developed in
Microsoft Excel and the PV curve is drawn as shown in Figure 5. The PV curve shows the monetary level of
accomplishment (vertical axis, $ value) the project should attain according to the as planned values at any point
of time (horizontal axis, dates).
Figure 5: PV curve.

To develop the 5D model, it is necessary to import the 3D model and the project schedule into Autodesk
Navisworks©. With the use of the selected WBS, each of the model elements has been associated with an
activity in the schedule. Then, the construction animation can be performed.
Clash detection management is also a feature of the ITCMS. Figure 6(a) represents the clash detection
performed by the model. Since the model is applied at the conceptual design stage, many clashes were found
where the number reached 976 clashes as shown in the figure. Figure 6(b) illustrates a demonstration of the
ITCMS iteration function that is performed on only one of these clashes, which is a cross bracing bar located
right through an exterior door. On the lower part of Figure 6(b), it can be seen that the steel members have
simply been removed.
Figure 6: (a) Clashes detected by the model. (b) One of the detected clashes, interference between a door and a
steel member.

Now that the model has been revised, a new time and cost estimation is performed in Autodesk Quantity
Takeoff. Figure 7(a) illustrates the values of the time and cost estimate before fixing the clash and
Figure 7(b)shows the values after it has been fixed. The model originally contained 826 elements but after
doing the changes it contained 824 (2 steel members removed, in grey in Figure 7(b)). Moreover, the total
project cost has changed from $2,287,971.83 to $2,287,073.73 and the time changed from 5,632 to 5,372
hours.
Figure 7: (a) Autodesk QTO before modifying the time and cost estimates. (b) Autodesk QTO after modifying
the time and cost estimates.

Once the quantity takeoff and estimates are completed in Autodesk Quantity Takeoff, the Excel file can be
exported from the previous software and then the time-cost integrated sheet is updated. Since the two files are
linked to each other, this process is automatically performed. Indeed, a detailed verification of the work by the
design and construction team is strongly encouraged. Next, the schedule is updated. Since the schedule
generated by MS Project© is also linked with the integrated time-cost spreadsheet, then this process is thus
automated.
Therefore, the project duration dropped from 121.75 days to 121.67 days due to the reduction in the steel
framing work. Reiterating that the total project cost is linked to the activity “general conditions and
management” in MS Project, we can now retrieve the updated total project cost from MS Project. It is obvious
that the costs came down from $2,592,346.88 to $2,591,212.80. It is worth noting that the model was applied
during the conceptual design stage of the case project; therefore, an approximated calculation of the time and
cost saving resulting from identifying the whole 976 clashes would be 6 days and $115,000, respectively.
However, these values would change as the design would reach its final stage. Next, the EVM platform is
modified with the planned value (PV) calculations generated in MS Project. This will thus lead to revised
EVM curves.
Finally, the revised schedule is updated in Navisworks. This iteration process will occur several times during
the design phase until the team reaches a satisfactory complete integrated model that has taken constructability
into account, which will lead to a facilitated and productive construction phase. During construction, the
ITCMS requires timely updates to ensure that the project is progressing as planned in the design phase. To do
so, scheduling techniques and EVM are used to report performance, and the 5D model is communicated to the
project’s stakeholders to ensure proper coordination of the work and thorough understanding of the project
objectives. An update of the schedule including time delays due to poor weather and lengthy activities is
presented, with progress reporting using the previously established EVM platform and an update of the 5D
model. An arbitrary update of the schedule is first performed. The progress status date is set on December 15,
2013, in MS Project. Tasks durations are modified—diverging somehow from the baseline—with the
hypothesis that some unforeseen conditions were discovered during construction and that bad weather during
winter happened and delayed some construction activities. The updated schedule is presented in Figure 8. The
project duration has slipped by almost 4 days at this point of time.

Figure 8: Schedule updated during construction.

Now, the user is able to retrieve the PV from MS Project and monitor the project performance. Looking at the
EVM curves in Figure 9(a), the user can visually assess that the project is behind the expected progress. The
EV (red) and the AC (green) curves are, in this case, almost the same. These curves are showing the earned
value (EV), according to the initial planning, and the actual costs (AC). Figure 9(b) exhibits the variation of the
Schedule Performance Index (SPI-blue) and the Cost Performance Index (CPI-red) throughout the project. The
SPI curve shows that the performance of the schedule is not constant. Therefore, the schedule is definitely an
issue that the construction manager should look at.

Figure 9: Updated EVM curves.

The next step would be to synchronize the new project schedule in Navisworks. The updated schedule in the
5D model is reflected with a new ending date on January 31, 2013, instead of January 28, 2013, as initially
planned.
To conclude, it was demonstrated that the proposed ITCMS is performing as expected and meets the
requirements and specifications set beforehand. At the design phase, model iterations are performed and every
output needs to be updated; even though the system has some automated features, computer maneuvers are still
necessary for some of the process in the design phase. The same thing happens during the construction phase.
Updates to the schedule and 5D model are readily feasible and valuable for assessing the project’s performance
with the EVM indicators. The ITCMS has an incredible number of possibilities in terms of computer
operations and data analysis. It is undeniable that, with a complete design and construction project, having the
ability to ensure coordination and integration among the project team with BIM tools and processes, paired
with the use of an EVM platform that enables a continual review of the performance, would be useful. Moving
forward, there are several improvements and additions that could be brought to such a system in order to get
the best of the practice in the construction management practice field.

5. Discussion and Conclusion

In an effort to merge a time and cost management system with future construction best practices, the study
objective was to develop an integrated time-cost management system (ITCMS) and to test it on a real-case
scenario. The conceptual methodology revealed that this system would consist of four modules: time and cost
estimating, scheduling, visualization, and EVM. A conceptual workflow was also presented and several tasks
to be performed at the design and construction phases developed. The system can be described as a convenient
tool that takes advantage of improved team coordination and visualization tools to associate detailed time and
cost values with each component of a 5D building model. The system then ensures budget and schedule
monitoring throughout the project, with the aid of an earned value management platform. The ITCMS was
implemented with thirteen detailed processes to be performed at the design and construction phases. Most of
the work is to be performed with computer tools; pieces of software such as MS Project, Microsoft Excel, and
Autodesk’s Revit, Quantity Takeoff, and Navisworks were used. The ITCMS has the potential to improve the
actual construction practices. Multiple benefits are identified from applying it to the actual project such as
ability to associate detailed time and cost values to each of the building model components during the design
phase; facilitated estimating process with automated outputs; creation of a time and cost baseline that serves as
a reference for EVM performance reporting at any time during the construction; visual tool fostering better
comprehension among the project team, particularly with people that have less technical or management
knowledge. It is believed that the ITCMS is beneficial to construction managers; the functionality and
dependency of the developed model have been proven by using an actual case project. Its budget and schedule
management platform, coupled with BIM tools and processes, will inevitably improve construction
productivity, constructability, and overall performance if applied rigorously. Taking its roots in early
involvement and project integration, the ITCMS enables collaboration and sharing of construction expertise at
the benefit of all the stakeholders, working towards a common goal which is budget and schedule performance,
a virtue that the industry professionals are now seeking. Virtual design and construction already have
breakthrough; engineering and construction managers must promote its benefits and drive its integration in the
industry’s practices. This is an ongoing research; authors are working on adding other project management
parameters such as risk and quality that could be introduced in the system and would highly benefit
construction managers in effectively managing their projects. Furthermore, authors are working on
incorporating a sixth dimension to ITCMS, which is facility management. This would be an extended
enhancement of the present system by integrating life-cycle costs in a 6D building model, which is considered
to be a promising advancement for the construction industry.
 Conflict of Interests
The authors declare that there is no conflict of interests regarding the publication of this paper.

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